Future People Practices Nigel Carruthers Senior Adviser LGA

1. Future People Practices Nigel Carruthers Senior Adviser LGA March 2016 www.local.gov.uk

2. This session will • Consider future expectations from research into workforce of the future • What can we learn from the evolving nature of the ‘employment deal’

3. The customer – what do we know? • Expectations will grow • Capacity to deliver will reduce • Demand will need to be managed • Delivery must align to technology

4. The workforce how will it change? • Workforce will continue to age • Changing expectations from the world of work, together with financial pressures……will lead to… • A different employment deal • Different models of service delivery

5. Younger workers expectations will change Millennials (or Generation Y) born 1990s to the early 2000s. “…have a different view of how work should get done and come into the workforce with a different set of expectations..”

6. Priorities will shift • Transparent Leadership • “Meaningful” Work • Work in teams to accomplish ‘goals’. • ‘Remote’ working norm • Results over “degrees” • change the meaning of “face-time” • End of Annual appraisals • Work as a game… “Deloitte found that 92% of millennials believe that business should be measured by more than just profit and should focus on a societal purpose and 83% of millennials gave to charities in 2012”

7. ‘Generation Z’, the next generation of local government employees • New Labour's offspring… • Grown up in a world in political and financial turmoil so they are keen to look after their money and make the world a better place. • "first tribe of true digital natives" or "screenagers". • Keen to volunteer and aware that an education is to be treasured.. • Expect flexible working environment-outputs not inputs • Dynamic and varied career path the norm

9. Characteristics of 21st century public servant • Municipal entrepreneur • Works in partnership with citizens • Generic skills as well as technical expertise • Builds a fluid career across sectors and services • Ethos of public service combined with an understanding of commerciality • Rethinks public service to survive austerity • Needs organisations that are fluid and supporting rather than siloed and controlling • Rejects heroic leadership in favour of distributive and collaborative models • Rooted in locality • Reflective and continuously learning from others.

10. How do we get there? • Train and support staff so they can undertake broader roles • Improve engagement within our citizens • Endure we are recruiting individuals with right balance of generic and technical skills • Facilitate career development across organisations as well as within • Balance of public service ethos and commerciality • Austerity-are tough conversations taking place about what can and can’t be done? • Organisation design-systematic approach required • Leadership-develop leadership at all levels of the organisation • Place- build loyalty to the place not just the organisation • Ensure appraisal mentoring and peer challenge give scope for reflective practice and allow learning from mistakes and good practice elsewhere

11. Characteristics of the Future ‘Employment Deal’? • Local needs very different and ever changing • “Work” focused on outcomes not time based inputs • Public service ethos, facilitate movement between sectors • Expectations for talent progression beyond traditional • More personal empowerment, calculated risk taking & innovative approaches • Pay & Rewards are much more tailored to individual preferences and contribution

12. Nigel.Carruthers@local.gov.ukwww.local.gov.uk THANK YOU FOR LISTENTING